1. What is Deep Listening? Linda Donovan Alternatives, Orlando, FL October 28, 2011

2. Deep Listening A communication practice that influences how to speak and listen across differences to promote social justice and build sustainable collaboratives (Butterwick & Selman, 2003)

3. Why Deep Listening? Over the years attempts to support valuing diversity were not very effective. People still were silenced and oppressed even when the goal was to include and value.

4. U.S.A. History of Valuing Diversity 1.) Monoethnic (1960-70s) racial groups learned about their group free from politics of white racism/oppression 2.) Multiethnic Studies (1970s) included race/ethnicity, saw both similarities and differences, started to develop theories of practice

5. Continued U.S.A. History of Valuing Diversity 3.) Multiethnic Education (1980s) ‘Studies’ not effective due to low attitude change -> harm; research started, race/ethnicity + class 4.) Multicultural Education (1990s) started to develop theories of practice, added gender, disabilities, religions, class, geographic regions, language & how all interact

6. Continued U.S.A. History of Valuing Diversity 5.) Institutionalization Process(2000s) identifying and practicing successful ways to change (not shift) diversity so it supports individuality while creating shared visions and raising awareness of subtle oppressions (J. Banks, 2001, “Cultural diversity and education” Allyn & Bacon)

7. What changed? Recognizing people needed to be aware of their beliefs, assumptions and values Needed to be able to hear others’ beliefs, assumptions and values  Learning ‘how to’ skills so each person keeps what works for her/him while holding the umbrella value of multiple perspectives; so others keep what works for their self, too

8. What else? Deep Listening helps to look at: The systems already in place One’s expectations Each others’ old stories / histories / contexts

9. Where do we begin transformation? “By taking an honest and penetrating look at how each of us doesn’t practice valuing diversity within our selves, our group, and our organizational culture and then seeking nontraditional sources of insight about system evolution.” (Walters, 2005, Fostering a culture of deep inquiry and listening)

10. Setting the Stage (Walters, 2005) Intention Start with a shared vision and commitment to master skills to keep organization values. Know change can come from and be modeled by any individual or small group.

11. Setting the Stage Receptivity The need to explore what needs to change in individual or group habits (particularly unskillful habits) to allow the growth of more skillful inquiry and listening

12. Setting the Stage Courage This involves courage of convictions and willingness to put these activities in one’s daily life. Requires clearness about individual vision of why and how Deep Listening practice matter to person, the group and those affected by it.

13. Deep Listening Goes beyond nodding and rephrasing Can be threatening at first Considers what is both said and unspoken and what needs to be said Involves getting at a person’s values, vision, goals, expectations  Opens up exploring best possibilities and potentials for course of action

14. Deep Listening (Butterwick & Selman, 2003) Requires: Being present, giving full attention and being patient Supportive environment to grow the process and practice

15. Some Deep Listening Questions How do you talk with others about it? Help me understand what that means for you? What are you most concerned about in your_______? What do you see? How do you feel about the situation?

16. More Deep Listening Questions How would you like it to be? What will it take to bring the current situation toward the ideal? How could you reach that goal? What are other ways? What aspects of the situation interest you the most?

17. Outcomes of the Process of Deep Listening Breaks down barriers and spans differences by: Learning from each other as we become aware of different perspectives and contexts (what was going on in a person’s life at the time) Becoming responsive to each other (what helps and hinders) Note: no one has to change their values, beliefs or visions to Deep Listen.

18. So, what does Deep Listening get me? Reduces compromise (agreeing to accept less than originally wanted, often with less buy-in / commitment to the group effort) Increases getting what you hope for, often maintaining or increasing group commitment Lowers conflict, creates safe place as a result Improves relationships and group solidarity Is more socially just Achieving group’s vision and goals more likely Enhances groups’ sustainability

19. Butterwick and Selman conclude: “… engaging in these difficult dialogues is the project – a project that requires commitment and understanding of the dynamic and ongoing character of this work…. it is not about finding new tools to complete the job; rather, it is about finding ways of staying actively engaged in the dangerous work of social justice. “ (p. 20)

20. References Banks, (2001). Cultural Diversity and Education. Butterwick & Selman (2003). Deep listening in a feminist popular theatre project. Adult Education Quarterly. Mead (2008), Facilitators Guide for Intentional Peer Support. Peavey (1994). By Life’s Grace. Walters (2005). Fostering a culture of deep inquiry and listening. The Journal for Quality & Participation.